IT Project Management

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IT Project Management
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ERP Project Life Cycle
Project Management
Planning
Productive
Realization
Preparation
Conversion Interface
Forms and Reports
Prototype
Projects Follow-UP
Project Resource
Project Administration
Technical Environment
Customizing
Documentation
Data Transfer
Integration Test
System Optimizing
Process Re-engineering
Initiating Phase
Closing Phase
Project Scoping
Project Organization
Project Team Training
User Training
Project Control
Risk Management
Change Management
Source Successful SAP R/3 Implementation,
Addison-Wesley
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Why IT Projects Management?
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Characteristics of IT Projects

• Wide variety and variability of the integrated
• S/W, H/W, DB, N/W, and people
• Relationship and interdependence of various B.U.
• Various and highly specialized IT expertise
  required
• Difficulty in providing fault-free or
  fault-proven deliverables
• Specialization or customization needed
• Difficulty of modeling the companys
  organization and
• process to correspond with the IT systems
• Overlapping multi-site implementation
• Changes in corporate philosophy involved

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Lecture Outline

• Introduction to IT Project Management
• Project Management Lifecycle
• Project Administration and Control
• Initiating and Planning Phase
• Analysis and Design Phase
• Development Phase
• Test Planning and Preparation Phase

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Lecture Outline (Cont.)

• Roll-Out Planning and Implementation Phase
• Quality Assurance and Documentation
• Risk and Change Management
• User Management
• Software Development Project
• System Integration Project

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References
1. Effective Project Management, 2nd Edition
by R. K. Wysocki, R. Jr. Beck, D. B. Crane, John
Wiley Sons, 2000 2. Under Pressure and On Time
by Ed Sulliavan, Microsoft, 2001 3.
Software Project Survival Guide by Steve
McConnell, Microsoft, 2001 4. Project
Management Best Practices for IT Professionals
by Richard Murch, Prentice Hall, 2000 5.
Software Project Management A Unified Framework
by Walker Royce, Addison-Wesley Object
Technology Series, 1998
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References (Cont.)
6. Software Engineering Project Management
by Richard H. Thayer, Winston W. Royce, Edward
Yourdon IEEE Computer Society,
1997 7. Successful SAP R/3 Implementation
Practical Management of ERP Projects by
Norbert Welti, Addison-Wesley, 1999 8. Key
Practices of the Capability Maturity Model
SEI Version 1.1, 1993 (http//www.sei.cmu.edu) 9.
Recommended Approach to Software Development
NASA SEL, Version 3, 1992 (http//fdd.gsfc.nasa
.gov/seltex.html)
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References (Cont.)
10. Microsoft Secrets How the Worlds Most
Powerful Software Company Creates
Technology, Shapes Markets, and Manages
People by Michael A. Cusumano, Richard W.
Selby, Simon Schuster New York,
1998 11. On Time Within Budget, 3rd Ed. --
Software Project Management Practices and
Techniques by E. M. Bennatan, John Wiley
Sons, 2000 12. Information Technology Project
Management by Kathy Schwalbe, Course
Technology, 2000
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Week 1. Introduction to IT Project Management
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Motivation

• IT Projects have a poor track record
• A 1995 Standish Group study found that only 16.2
  of IT projects were successful
• Over 31 of IT projects were canceled before
  completion, costing over 81 B in the U.S. alone
• A 1999 ComputerWorld article listed project
  manager as the 1 position IT managers say they
  need most for contract help
• The demand for IT projects is increasing

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What Is a Project?

• A project is a temporary endeavor undertaken to
  accomplish a unique purpose
• Attributes of projects
• unique purpose
• temporary
• require resources, often from various areas
• should have a primary sponsor and/or customer
• involve uncertainty

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The Triple Constraint

• Every project is constrained in different ways by
  its
• Scope goals
• Time goals
• Cost goals
• It is the project managers duty to balance these
  three often competing goals

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The Triple Constraint of Project Management
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What is Project Management?

• Project management is the application of
  knowledge, skills, tools, and techniques to
  project activities in order to meet or exceed
  stakeholder needs and expectations from a
  project (PMI, Project Management Body of
  Knowledge (PMBOK Guide), 1996, pg. 6)

The Project Management Institute (PMI) is an
international professional society. Their web
site is www.pmi.org. Over 213,000 copies of the
PMBOK Guide were in circulation by Nov. 1998
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Project Management Framework
T
T
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Project Stakeholders

• Stakeholders are the people involved in or
  affected by project activities
• Stakeholders include
• the project sponsor and project team
• support staff
• customers
• users
• suppliers
• opponents to the project

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9 Project Management Knowledge Areas

• Knowledge areas describe the key competencies
  that project managers must develop
• 4 core knowledge areas lead to specific project
  objectives (scope, time, cost, and quality)
• 4 facilitating knowledge areas are the means
  through which the project objectives are achieved
  (human resources, communication, risk, and
  procurement management
• 1 knowledge area (project integration management)
  affects and is affected by all of the other
  knowledge areas

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Project Management Tools and Techniques

• Project management tools and techniques assist
  project managers and their teams in various
  aspects of project management
• Some specific ones include
• Project Charter and WBS (scope)
• Gantt charts, PERT charts, critical path analysis
  (time)
• Cost estimates and Earned Value Analysis (cost)

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Sample WBS in Chart Form
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Sample Gantt Chart
WBS
Gantt Chart
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Sample PERT Chart
Each box is a project task from the WBS. Arrows
show dependencies between tasks. The tasks in red
are on the critical path. If any tasks on
the critical path take longer than planned, the
whole project will slip unless something is done.
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Sample Earned Value Chart
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Advantages of Project Management

• Bosses, customers, and other stakeholders do not
  like surprises
• Good project management (PM) provides assurance
  and reduces risk
• PM provides the tools and environment to plan,
  monitor, track, and manage schedules, resources,
  costs, and quality
• PM provides a history or metrics base for future
  planning as well as good documentation
• Project members learn and grow by working in a
  cross-functional team environment

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How PM Relates to Other Disciplines

• Much of the knowledge needed to manage projects
  is unique to PM
• However, project managers must also have
  knowledge and experience in
• general management
• the application area of the project
• Project managers must focus on meeting specific
  project objectives

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Project Management and Other Disciplines
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History of Project Management

• Modern project management began with the
  Manhattan Project, which the U.S. military led to
  develop the atomic bomb
• In 1917 Henry Gantt developed the Gantt chart as
  a tool for scheduling work in job shops
• In 1958, the Navy developed PERT charts
• In the 1970s, the military began using project
  management software, as did the construction
  industry
• By the 1990s, virtually every industry was using
  some form of project management

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The Project Management Profession

• A 1996 Fortune article called project management
  the number one career choice
• Other authors, like Tom Peters and Thomas
  Stewart, stress that projects are what add value
  to organizations
• Professional societies like the Project
  Management Institute have grown tremendously

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Project Management Certification

• PMI provides certification as a Project
  Management Professional (PMP)
• A PMP has documented sufficient project
  experience, agreed to follow a code of ethics,
  and passed the PMP exam
• The number of people earning PMP certification is
  increasing quickly

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Growth in PMP Certification
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Code of Ethics

• PMI developed a project management code of ethics
  that all PMPs must agree to abide by
• Conducting work in an ethical manner helps the
  profession earn confidence
• Ethics are on the web at www.pmi.org/certification
  /certprog/conduct/code.htm